BSBMGT616 - Assessment Tasks

Assessment Task 1
BSBMGT616 Develop and implement strategic plans
Confirm organisational vision and mission

Submission details
The assessment task is due on the date specified in your timetable / Term Planner. Any variations to this
arrangement must be approved in writing by your assessor.
Submit this document with any required evidence attached. See specifications below for details.
Performance objective
In this assessment, you are required to manage the review of the currency of the organisational vision
and mission, make any necessary changes, and communicate the review process to stakeholders in
order to gain their support.
Assessment description
Review the organisation’s vision and values by reviewing the case study information provided, as well as
meeting with a key stakeholder in the case study organisation (role-played by your assessor). After
reviewing materials, revise the vision and mission statements to reflect the current status and direction
of the organisation, then communicate with the relevant stakeholders to:
● outline changes to the vision and organisational values
● describe the strategic planning process and identify where input can be provided.
Procedure
For the case study information provided in this assessment, you need to summarise:
● the established (written) vision and mission of the organisation
● current practices of the organisation and, in particular, whether they support the mission
objectives of the organisation, or point to potentially new objectives for
the organisation.
After you have developed this summary, you need to meet with a key stakeholder/strategic planning
consultant (your assessor) to discuss the vision and mission as you have identified it. You should also
check that they agree with your findings. Summarise, in dot-point form, your discussions with the key
stakeholder/consultant and ensure that this includes any recommendations they made.
After this meeting, you need to draft an email to the other stakeholders in your organisation, using the
headings described below.
1. Existing vision and mission: From the case study information provided, describe the existing
mission and vision statements.
RTO: 22332 Version: 2

CRICOS: 03234B Page 1 of 3
Assessment Task 1
2. Current approaches: From the case study information provided, and your meeting with the key
stakeholder/consultant, describe the current organisational understanding and enactment of the
mission and vision statements.
3. Revised vision and mission: Based on steps 1 and 2 above, develop revised vision and
mission statements that reflect the current organisational requirements.
4. Organisational values: Based on the case study information provided, step 2 above, and your
reflection on the revised mission/vision statements (from step 3), describe the organisational
values required to support the revised mission and vision statements.
Once you have drafted the email, submit it to the key stakeholder/consultant (assessor) for review.
When submitting the proposed email and accompanying documents, you need to ensure that:
● your email is titled ‘Mission/Vision review’
● your report is in order, with attachments (notes from your meeting) at the back of your report
● your report is submitted as required by your organisation (your training provider).
Note: You need to retain your revised vision and mission and organisational values for reference and
use in Assessment Task 2.
Specifications
You must provide:
● a completed draft email, as outlined above in steps 1–4, using the headings provided for each
step
● summary notes from the meeting with your key stakeholder/strategic planning consultant.
Your assessor will be looking for:

 evidence that you have analysed and identified the needs of the case study, and reflected
these in the revised mission and vision statements you have developed.

Assessment Task 1
Case study
You have been the General Manager of MacVille’s successful import/export business centre in Sydney
for the past two years. You have been asked by the Board to assist in the development of a strategic
plan by initially conducting a review of the vision, mission and values of the organisation.
You review the annual report for the previous year, and note the following statement by the Chair of the
Board:
‘Within the next five years, MacVille will become a national brand, and will be accepted as an integral
part of the hospitality industry, perceived as a key component in the success of hospitality
establishments, both large and small.’
‘MacVille is in business to provide espresso coffee machines that meet the efficiency, reliability and
sustainability needs of our hospitality clients who, in turn, reward us with profits that will allow our
stakeholders and the communities in which we operate to prosper.’
Being part of the management that assisted in upholding the values of the organisation, you have been
made very aware of the Chair and Board’s views on the following values and, after reviewing your
papers and reports, you speak with the CEO, who replies:
‘MacVille’s values have been the same for as long as the organisation has existed. For our
stakeholders, it has always been about stewardship and about adhering to professional and moral
standards of conduct in all that we do. For our people, we are committed to encouraging self-
directed teams, we cultivate leadership and we maintain high levels of safety. Externally, we are
committed to wise environmental practices and offering meaningful value to our customers.’
Later in the review process, you are presented with an opportunity to discuss the application of the
vision, mission and values with the CEO again. This time, you are more interested in researching what
had changed since the last strategic vision was formulated.
The CEO explains:
‘In the past few years, since the last strategic plan was formulated, there have been developments in
new areas that were not clearly recognised when developing the last plan. These changes are
becoming an important part of our operations on a daily basis, and should be reflected in our vision,
mission and values.’
‘There is a real need to incorporate innovation into our mission because it has been an outcome
from the self-directed team’s directive. Finding new ways to improve the efficiency of processes and
effectiveness of customer solutions has become a priority. There has always been a need to
evaluate what we were doing, to continually challenge our methods and ask how we can simplify and
improve our business. We should never rest on our laurels, but instead constantly innovate and raise
our standards, because we are not afraid to try new ideas and concepts. The organisation needs to
embrace strategic alliances and to seek out new partnerships that support and promote our mission,
desired outcomes, and strategies.’
When prompted for further changes that had taken place, the CEO stated:
‘MacVille needs to identify more closely with the community it serves. We need to be a good
corporate citizen that recognises our responsibility to be active participants in our local communities,
and even donate a percentage of profits every year to a wide variety of community and non-profit
organisations.’

Assessment Task 2
Analyse the internal and external

environment
Submission details
In this assessment, you are required to complete analyses of the organisational environment to develop
an understanding of potential competitors and allies, and the associated risks and benefits.
Complete a value chain analysis, PEST and SWOT for your organisation, plus analyses of the potential
competitors and allies supplied in the case study.
Procedure
For the provided case study, you are required to complete for your organisation:
1. PEST analysis (including a review of legislation impacting on MacVille)
2. SWOT analysis (including an evaluation of the value-chain).
You are also required to review competitors/allies to MacVille, as described in the case study, and:
● identify and describe existing and potential competitors/allies, then summarise the strengths and
weaknesses of each
● develop a separate summary statement for each potential ally for a cooperative venture that
describes their alignment with MacVille’s vision, mission, values and attributes, as identified on
the tender document.
Once you have developed these materials, you need to meet with your supervisor (role-played by
assessor) to discuss and confirm the analyses you have completed, together with the summary of
potential cooperative venture allies. Take notes in the meeting with your supervisor and make any
changes as suggested by them, before submitting your final version.
Note: You need to retain your analysis of the organisation, competitors and allies for reference and use
in Assessment Task 3.

Assessment Task 2
Specifications
You must provide:
● a completed set of analyses (PEST and SWOT)
● a review of existing and potential competitors and allies
● a review of potential allies and a statement of their alignment with organisational values (as
described in Assessment Task 1) and tender requirements
● summary notes from the meeting with your supervisor.

 evidence that you have analysed and identified the needs of the case study, and reflected
these in the reviews and summary notes you have developed.

Assessment Task 2
Case study
Having completed MacVille’s review of the vision, mission and values, you should then consider the
environmental factors that could impact on MacVille’s goals and objectives. To help you with this
assessment, you are provided with an industry consultant’s report that contains a recent and
comprehensive review of the industry and general operating environment.
Industry consultant’s report

You have noted the following points from the report.
● New commercial espresso machines are being developed that use 30% less energy to run, with
an innovative and more efficient heat exchanger.
● Planned changes in trade, where all tariffs on imported goods, including espresso coffee
machines, will be removed in line with the government’s free trade policy.
● The development of the home consumer market for consumer espresso machines is
experiencing high growth.
● There is a lifestyle trend towards eating out more frequently as the population ages and becomes
more affluent.
● A steady population growth rate is predicted for Australia, from 22 million in 2010 to 36 million in
2050.
● The prediction of a strengthening Australian dollar against all our major trading partners over the
next few years is a concern.
● Higher-than-expected growth in the economy is predicted, as a result of a resources boom.
● A carbon tax has a strong possibility of being introduced on all energy-intensive products used in
a commercial enterprise.
Senior manager’s meeting

At a meeting with the CEO and other senior managers, the following points were noted in regard to the
operations of MacVille. In response to your question about how effectively MacVille adds value to its
products and services, the following responses were agreed
by all.
● Inbound logistics is a problem, due to the lack of experienced personnel in importation and
customs operations. The lack of solutions from Human Resources management has meant that
delivery timelines are sometimes delayed because the proper procedure was not followed.
● The operations of MacVille is an area of strong value-add, with the state-of-the-art Management
Information System (MIS) forming part of MacVille’s infrastructure. The MIS has allowed for
sound corporate/strategic planning, along with strong internal controls in accounting and finance.

Assessment Task 2
● Outbound logistics is an area that could be improved. Currently, MacVille relies on a three-year
contract with a delivery firm to deliver its goods to customers. Sometimes there is a delay in
getting the appropriate vehicle to deliver the espresso coffee machines, which is causing some
issues with customers. The contract delivery firm seems to be struggling to deliver the promised
quality with their fast expansion.
● All managers agreed that marketing and sales are strong points for MacVille. The marketing
communications and promotions mix seems to be working well, particularly with the social
marketing that MacVille has introduced in the past year. Technology developments are helping
MacVille to reduce costs, yet expand the message via internet marketing activities.
● Service is another strong point for MacVille, which enjoys a good reputation in this field. The
installation, after-sales service, complaints handling and training all get top marks from
customers. Some of MacVille’s procurement policy has helped in this regard, with MacVille
outsourcing work where it cannot meet customer demand. The policy of putting the customer first
and guaranteeing service calls within 24 hours has been a key reason for the increased sales.
In a brainstorm with the CEO and senior managers, the following points were noted. When asking about
the potential for opportunities, threats and competitors, the consensus was the following.
● Moving into the new Sydney market, where the bulk of espresso machines are sold each year,
and from which a major (but ineffective) competitor has withdrawn.
● Other opportunities could be found in strategic alliances with coffee bean suppliers, where
market penetration could easily be achieved and costs of advertising and service could be
shared.
● There was also concern about the rising Australian dollar having a severe long-term impact on
tourism, which was a major category buyer of espresso machines. Raising interest rates that are
predicted for the coming years could impact negatively on the disposable income of coffee-
drinking patrons.
● The concerns of the group were centred on a global corporation, Nufix Inc., shifting from instant
coffee into the espresso bean and machine market. The resources they would have at their
disposal in marketing, finance and human resources could be a serious threat to MacVille’s
plans. However, they would still struggle to gain a foothold in a market that already has strong
supplier/buyer allegiances, with most stretching over many years. Global players like Nufix Inc.
have difficulty being adaptable to the needs of niche market buyers.
● Another competitor of note was BeanEx, a large coffee bean supplier that had recently started
importing espresso machines for their customers. There was talk of them selling the espresso
machines as wholesalers. They certainly had easy access to markets with their coffee bean
trade, but they had no established service arm to help wholesale clients maintain the machines
that they purchased.
● MacVille has been keen to pursue strategic alliances as part of its strategy to achieve its
objectives. It called for tenders from interested parties, who were asked to complete a tender
application form that provided information relating to the tender requirements. Some notes have
been included by senior managers who assessed some of the information.
Tender submissions
Three submissions are attached to this case study.

Assessment Task 2
Business name – Home Espresso Traders

Description of business (include vision, etc.) – Selling consumer home espresso machines to the
home market, only in Sydney, and incorporating other digital home entertainment products.
Description of joint venture – Shared space in four trade shows per year.
Venture: Strengths and weaknesses – Strength: covers the consumer market for espresso machines
(which complements the commercial market for espresso machines) to make a full range offer to clients.
Weakness: working with a strategic partner who is not solely focused on the hospitality industry.
Venture: Risks –
1. Partner not fulfilling their financial commitment.
2. Association with a non-industry partner may have a negative effect on MacVille customer base.
3. Partner access to MacVille’s trade secrets.
Venture: Cost-benefit analysis – Costs of the shows are $2,500 each. Four shows costing $10,000,
selling 10 machines per show at $500. Each would see a profit of $10,000 for the year and a break-even
after two shows.

Assessment Task 2
Venture: Financials –
Home Espresso Traders

Statement of Financial Position
as at 31 December 201X
ASSETS
Current Assets
Cash at bank 10,000
Accounts Receivable 15,000
Stock 8,000
Prepaid expenses 2,500
Total Current Assets 35,500
Non Current Assets
Buildings 0
Less Accumulated depreciation 0
Equipment 356,000
Less Accumulated depreciation (24,998)
Goodwill 10,000
Total Non Current Assets 341,002
Total Assets 376,502
Represented by
LIABILITIES
Accounts Payable 25,000
Long term loan 251,500
Total Liabilities 276,500
OWNERS EQUITY
Initial Capital 2
Current earnings 100,000
Total Owners Equity 100,002

Assessment Task 2
Venture: Trend analysis – Sales

2007 – $1.0m
2008 – $1.3m
2009 – $1.5m
2010 – $1.6m
2011 – $1.6m
Able to provide access to due diligence materials?

● Copies of other strategic alliance agreements? YES  NO 
● Statement of Financial Position from last tax return? YES  NO 
● Full personal contact details of all directors? YES  NO 
● Supporting data for trends, and cost-benefit analysis? YES  NO 
Business name – Ambrosia Coffee Roast

Description of business (include vision, etc.) – Sell all grades of coffee bean to supermarkets and
hospitality outlets around Australia.
Description of joint venture – Share in the cost of outdoor advertising for cafes and restaurants, with
shared branding of umbrellas and barriers.
Venture: Strengths and weaknesses – Strength: Supplier is committed to the coffee bean industry,
with some sharing of the client base. Weaknesses: Has concerns with sharing information, citing
intellectual property. Product image is not quality but more commodity-based.
Venture: Risks –
1. Risks with poor brand association.
2. Long-term commitment in signage.

Assessment Task 2
Venture: Cost-benefit analysis – 50 cafes per year, at $200 per cafe cost for each partner. 50
machines sold at $500 profit is $15,000 profit return for the year. Break-even after 20 cafes.
Venture: Financials – Not available.
Venture: Trend analysis –
2007 – $3.2m
2008 – $3.0m
2009 – $2.9m
2010 – $3.0m
2011 – $3.3m

● Statement of Financial Position from last tax return? YES  NO 

● Full personal contact details of all directors? YES  NO 
Business name – Java Estate

Description of business (include vision, etc.) – To sell quality Arabica roasted coffee beans to all
states of Australia.
Description of joint venture – Java Estate provides MacVille espresso machines to client at no charge.
Java Estate pays MacVille cost price for the delivery and installation of the machine, then pays the
remainder of the purchase price on a 12-month repayment program.
Venture: Strengths and weaknesses – Strength: Australia-wide partner – 100% committed to
hospitality and coffee bean market. Weakness: Other coffee bean suppliers may not recommend
MacVille machines with this strong strategic alliance.

Assessment Task 2
Venture: Risks – Concern over the amount of money outstanding.

Venture: Cost-benefit analysis – Potentially 200 machines installed in the first year. Interest costs
$40,000 p.a., profit $100,000. Break-even after 80 machines sold.
Venture: Financials –
Java Estate
Statement of Financial Position
as at 31 December 201X
ASSETS
Current Assets
Cash at bank 78,000
Accounts Receivable 123,000
Stock 100,000
Prepaid expenses 12,000
Total Current Assets 313,000
Non Current Assets
Buildings 240,000
Equipment 230,000
Goodwill 39,500
Total Non Current Assets 308,500
Total Assets 621,500
Represented by
LIABILITIES
Accounts Payable 25,500
Long term loan 151,000
Total Liabilities 176,500
OWNERS EQUITY
Initial Capital 100,000
Current earnings 345,000
Total Owners Equity 445,000

Assessment Task 2
Venture: Trend analysis –

2007 – $8.2m
2008 – $9.1m
2009 – $12.2m
2010 – $14.6m
2011 – $16.3m

● Statement of Financial Position from last tax return? YES  NO 
● Full personal contact details of all directors? YES  NO 

Assessment Task 3
Write strategic plan

Submission details
In this assessment, you are required to develop and document a strategic plan for the organisation
based on the research you have conducted. You will also need to communicate the strategic plan to key
stakeholders in the organisation.
Write a strategic plan, including consideration of resource implications, and then circulate to
stakeholders. After endorsement from the Board, communicate the plan to employees and describe any
implications for their role in the organisation.
Procedure
For the provided case study information, following on from your analysis of the organisation, and
competitors and allies in Assessment Task 2, you need to do the following.
1. Formulate strategic objectives for the organisation (based on the Board minutes).
2. For each objective, develop and describe strategies that you think could be used to meet the
objective in the future.
3. For the strategies described, you need to:
a. develop a prioritised list of strategies
b. describe a timeframe for each to be completed
c. assign responsible parties to each strategy
d. assign measurable performance indicators to individual strategies.
When you have completed your draft strategic plan, you need to make an appointment to meet with the
CEO of your organisation (role-played by assessor) to discuss your plan. They will gain endorsement
from the Board for the plan, and return it to you with any required amendments.
After you have received the endorsed plan from the Board, you need to do the following.
1. Develop briefing materials (dot-point descriptors) for the identified responsible parties, outlining
the requirements of their role in achieving the relevant strategy.

Assessment Task 3
2. Develop a cover statement/letter to be sent out with the strategic plan that includes:
a. a brief overview of key objectives
b. a description of the research and process used to develop the plan.
Specifications
You must provide:
● a completed draft strategic plan based on your analysis in Assessment Task 2, with
organisational objectives, and strategies for enacting and achieving the objectives
● summary notes from your meeting with the organisation’s CEO (assessor)
● briefing and information materials about the revised strategic plan for staff and responsible
parties.

● evidence that you have analysed and identified the needs of the case study, and reflected these
in the strategic plan and informational materials you have developed.

Assessment Task 3
Case study
You are provided with the minutes of the board meeting, where the CEO spoke about the strategic
objectives that will form part of the strategic plan.
MacVille Board Meeting Minutes: 1 July 201X

6:00pm Board Room, Brisbane
Board members:
Present: Alan Jones (Chair), Jenny Ng, Olga Hartwick (Secretary), John Brennen, James Laird, George
Saldais.
Absent:
Quorum present? Yes.
Others present:
CEO: Patricia Mees.
Proceedings:
Meeting called to order at 7.00 pm by Chair, Alan Jones, who explained that this was a special meeting
of the Board to hear the presentation of the strategic plan by the CEO Patricia Mees.
(Last month's) meeting minutes were amended and approved.
Overview of the strategic plan: Patricia Mees

● Patricia Mees gave a presentation concerning the objectives that would form part of the strategic
plan for the next five years.
● Objective 1 – To sell and service MacVille espresso coffee machines in every state of Australia.
This was a top priority that would involve the acceptance of Java Estates tender. This was an
important alliance and one that should be managed at the highest level. With the Sydney
warehouse now established, it was important to look for other warehouse opportunities in high-
volume states. The other states could be managed with an agent’s network and by outsourcing
the maintenance.
● Objective 2 – To increase profit margins by 5% in the next five years. This should occur naturally,
with increased sales allowing for better price negotiations with suppliers, and getting all
departments to make optimum use of their staff.
● Objective 3 – To establish the MacVille brand recognition in key markets in the next five years,
mostly via new technologies but also through co-branding with our strategic partner. This is also
a high priority if the successful rollout is to be achieved.
● Objective 4 – To reduce our waste and energy use by 10% within the next five years. Education
programs and incentive rewards for innovations in this area should see the organisation achieve
its objectives.
Meeting adjourned at 9.30 pm.

Minutes submitted by Secretary, Olga Hartwick.

Assessment Task 4
Implement strategic plan

Submission details
In this assessment, you are required to implement the strategic plan within the organisation, monitor
progress and develop a report evaluating the implementation.
As part of your review, you need to develop a report describing the implementation as measured by the
achievement of KPIs, milestones and overall effectiveness. You also need to identify and describe any
refinements or improvements that can be made to the implementation process.
Once your report is completed, you are to present the report to relevant stakeholders, seeking feedback
and input.
Procedure
From the case study information provided, you need to develop a progress report with information
provided under the following headings.
1. KPI progress: Review and describe the progress of the strategic plan, according to each of the
identified performance indicators.
2. Milestone progress: Evaluate the achievement of identified objectives against the established
timeline milestones for the strategic plan.
3. Overall progress: Evaluate and describe the overall effectiveness and progress of the strategic
plan.
4. Improvements: Make necessary refinements to ensure continued achievement of the plan;
describe methods for improving strategic planning processes.
Once the report is completed, draw up a communication plan outlining:

● who the audience will be
● what resources will be needed
● the delivery timeframes
● the content of the presentation (can be in a PowerPoint presentation or similar medium).
Then deliver the information session to the relevant audience (your assessor).

Assessment Task 4
Specifications
You must submit:
● a completed progress report, as described above
● a presentation and communication plan.

● evidence that you have analysed and evaluated the progress of the strategic plan implementation
through the case study, and reflected these in the progress report you have developed
● evidence of the way in which you communicated the contents of the report and to whom,
including how you implemented the strategic plan and the process you used to monitor its
progress. You will also need to gather input from the audience (your assessor).

Assessment Task 4
Case study
Objective 1 – To sell and service MacVille espresso coffee machines in every state of Australia in the
next five years. All states have a MacVille machine, apart from the Northern Territory, where it took
some time to get an agent, and an experienced espresso machine repairer has not yet been found to
take on the job due to the attractiveness of mining industry pay rates.
● Strategy (a) – Sign, action and establish the strategic alliance agreement with Java Estate.
KPI (plan) – 200 machines installed p.a.

KPI (actual) – Agreement signed within the time limit and actioned, but only 180 machines
installed in the past 12 months. There was a slower uptake in Northern Territory and North
Queensland, due to the tourist slump with the strong Australian dollar.
● Strategy (b) – Establish a MacVille Melbourne warehouse.
KPI (plan) – MacVille opens in Melbourne within two years after Sydney opens for business.
KPI (actual) – Melbourne warehouse is still not open. It is currently being run on the more
expensive agency model.
● Strategy (c) – Set up agents in other states and outsource maintenance contracts.
KPI (plan) – Agent agreements and outsource maintenance contracts for South Australia,
Western Australia, Northern Territory, Tasmania, ACT.
KPI (actual) – Still no service contractor for Northern Territory. All others met the deadline,
although agents in Western Australia, Tasmania and Northern Territory were very expensive.
Objective 2 – To increase profit margins by 5% from our benchmark in the next five years. Profit
margins have improved by 2% in the last two financial years. Some agent contracts and outsourcing
contracts are very expensive.
● Strategy (d) – Instigate bulk buying negotiations to reduce supplier price.
KPI (Plan) – 100% of purchase by the container load.

KPI (Actual) – 100%. Volumes have increased to the point that all orders fill a container. KPI
achieved in quicker time due to the initial increase in demand.
● Strategy (e) – Operate all departments at optimum capacity and productivity.
KPI (plan) – Wages to turnover ratio of 12.5%.

KPI (actual) – 13.8%. Some states still underperforming. Strategy still in line with timetable.
Objective 3 – To establish the MacVille brand recognition in our key markets over the next five years.
After two fiscal years, 50% of our target market recognise the brand and 87% of those responding said
the brand reaction was very positive.
● Strategy (f) – Establish social, internet and networking marketing.
KPI (plan) – 10,000 clicks per day on the website.

KPI (actual) – 12,000 clicks per day. Achieved in half the time allocated. SEO specialist
contractor very experienced.
● Strategy (g) – Join with Java Estate in co-branding cups and cafe banners.

Assessment Task 4
KPI (plan) – 100% of cafes with our machine, using our cups.
KPI (actual) – Survey reveals only (50%) uptake. Design and colours not attractive. Strategy
introduced within timeframe.
Objective 4 – To reduce our waste and energy use by 10% from our benchmark within the next five
years. After two fiscal years, the reduction is 8% lower than original financial year benchmarks.
● Strategy (h) – Set up innovation and reward programs for reducing waste use.
KPI (plan) – 25 suggestions per year; 6 new innovations introduced per year in relation to
reducing waste.
KPI (actual) – 30 suggestions and 8 new innovations, leading to a significant reduction in waste.
Introduced within designated timeframe.
● Strategy (i) – Develop and implement energy use awareness campaign.
KPI (plan) – kW per use per person to drop to 10kW.

KPI (actual) – 12kW per person. Introduced too late in the year and not rolled out across the
whole organisation.


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Assessment Task 1

BSBMGT616 Develop and implement strategic plans

Confirm organisational vision and mission

RTO: 22332 Version: 2

Your assessor will be looking for:

RTO: 22332 Version: 2

RTO: 22332 Version: 2

Analyse the internal and external

RTO: 22332 Version: 2

● a review of existing and potential competitors and allies

Your assessor will be looking for:

RTO: 22332 Version: 2

Industry consultant’s report

Senior manager’s meeting

RTO: 22332 Version: 2

RTO: 22332 Version: 2

Business name – Home Espresso Traders

RTO: 22332 Version: 2

Home Espresso Traders

RTO: 22332 Version: 2

Venture: Trend analysis – Sales

Able to provide access to due diligence materials?

● Statement of Financial Position from last tax return? YES  NO 

● Full personal contact details of all directors? YES  NO 

● Supporting data for trends, and cost-benefit analysis? YES  NO 

Business name – Ambrosia Coffee Roast

RTO: 22332 Version: 2

Able to provide access to due diligence materials?

● Statement of Financial Position from last tax return? YES  NO 

Business name – Java Estate

RTO: 22332 Version: 2

Venture: Risks – Concern over the amount of money outstanding.

RTO: 22332 Version: 2

Venture: Trend analysis –

Able to provide access to due diligence materials?

● Statement of Financial Position from last tax return? YES  NO 

● Full personal contact details of all directors? YES  NO 

● Supporting data for trends, and cost-benefit analysis? YES  NO 

RTO: 22332 Version: 2

Write strategic plan

RTO: 22332 Version: 2

Your assessor will be looking for:

RTO: 22332 Version: 2

MacVille Board Meeting Minutes: 1 July 201X

Overview of the strategic plan: Patricia Mees

Meeting adjourned at 9.30 pm.

RTO: 22332 Version: 2

Implement strategic plan

Once the report is completed, draw up a communication plan outlining:

● what resources will be needed

● the delivery timeframes

● the content of the presentation (can be in a PowerPoint presentation or similar medium).

RTO: 22332 Version: 2

● a presentation and communication plan.

Your assessor will be looking for:

RTO: 22332 Version: 2

KPI (plan) – 200 machines installed p.a.

KPI (Plan) – 100% of purchase by the container load.

KPI (plan) – Wages to turnover ratio of 12.5%.